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Journal articles on the topic 'Knowledge sharing'

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Published: 4 June 2021
Last updated: 1 June 2024

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1

Dippenaar, Enrico. "Sharing knowledge." International Paramedic Practice 12, no. 3 (September 2, 2022): 44. http://dx.doi.org/10.12968/ippr.2022.12.3.44.

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2

George, Mike. "Sharing knowledge." Nursing Standard 10, no. 36 (May 29, 1996): 55–56. http://dx.doi.org/10.7748/ns.10.36.55.s49.

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3

Kim, Jaekyung, Sang M. Lee, and David L. Olson. "Knowledge Sharing." International Journal of Knowledge Management 2, no. 4 (October 2006): 1–16. http://dx.doi.org/10.4018/jkm.2006100101.

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4

Marks, Peter, Peter Polak, Scott McCoy, and Dennis Galletta. "Sharing knowledge." Communications of the ACM 51, no. 2 (February 2008): 60–65. http://dx.doi.org/10.1145/1314215.1314226.

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5

Gupta, Samir. "Sharing knowledge." Monash Business Review 4, no. 2 (July 2008): 8–9. http://dx.doi.org/10.2104/mbr08038.

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6

Stewart, Tom. "Knowledge sharing." Behaviour & Information Technology 31, no. 11 (November 2012): 1055–56. http://dx.doi.org/10.1080/0144929x.2012.745277.

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7

Fauzi, Muhammad Ashraf, Christine Tan Nya-Ling, Ramayah Thursamy, and Adedapo Oluwaseyi Ojo. "Knowledge sharing." VINE Journal of Information and Knowledge Management Systems 49, no. 1 (March 6, 2019): 136–59. http://dx.doi.org/10.1108/vjikms-09-2018-0074.

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Purpose Academics research productivity is the pinnacle issue of higher learning institution (HLI) quest for providing the best service for the community and a country’s as a whole. Being productive in their area of expertise will determine how far HLI can challenge for the best education in the world. In lieu of this, knowledge sharing (KS) behavior determinants are assessed to determine what factors that can contribute to academic’s research productivity. Design/methodology/approach A quota sampling method was applied in selecting academics from public and private universities in Malaysia. A partial least square structural equation modelling (PLS-SEM) was used for analysis. Findings The results show that academics productivity explained variance is 22.6 per cent. This suggests that academics KS behavior has substantial impact on research productivity. As for determinants of academic’s attitude, academics commitment, trust and social network constituted an explained variance of 36.4 per cent. Management support has an explained variance of 38.7 per cent towards subjective norm, while facilitating condition and social media has an explained variance of 26.5 per cent towards perceived behavioral control (PBC). Academics KS intention and KS behavior explained variance were 62.1 and 47.1 per cent, respectively. Research limitations/implications All the hypotheses result in significant relationship except for H1, commitment toward attitude. The impact of this study will be discussed in term of its theoretical and managerial perspectives. Originality/value The KS behavior in a multiracial and multinational country in Malaysia can be a benchmark for Asian countries in general.
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8

Williams, Ruth. "Knowledge sharing." Nursing Management 22, no. 4 (July 2015): 21. http://dx.doi.org/10.7748/nm.22.4.21.s29.

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9

Lord, Philip. "Sharing knowledge." Journal of Medical Marketing 6, no. 2 (March 2006): 111–14. http://dx.doi.org/10.1057/palgrave.jmm.5050023.

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10

Ameer, Muhammad Saad. "Knowledge Sharing." Performance Improvement 58, no. 1 (January 2019): 31–33. http://dx.doi.org/10.1002/pfi.21828.

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11

Siñeriz, Faustino. "Knowledge sharing (or a life of knowledge sharing)." Journal of Science Communication 04, no. 03 (September 21, 2005): C06. http://dx.doi.org/10.22323/2.04030306.

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I have been involved in College education since my days as a student in the Universidad de Buenos Aires. At that time, 1960, I helped to teach the course of Scientific Russian given in the Faculty of Sciences; strange as it might seem, the aim of the course was to allow the students to use scientific books especially in the area of Physics and Mathematics.
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12

Al-Busaidi, Kamla Ali, and Lorne Olfman. "Knowledge sharing through inter-organizational knowledge sharing systems." VINE Journal of Information and Knowledge Management Systems 47, no. 1 (February 13, 2017): 110–36. http://dx.doi.org/10.1108/vjikms-05-2016-0019.

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Purpose Inter-organizational knowledge sharing systems (IOKSS) are crucial for scientific, social and economic development especially in knowledge-intensive sectors. Knowledge sharing processes and systems will not only be challenged by individual and organizational factors but also by social, technical and political inter-organizational factors. This paper aims to investigate the impact of knowledge worker, peer, IOKSS, organization and sector factors on knowledge workers’ intention to share knowledge through IOKSS. Knowledge workers are the key stakeholders that enable the survival of IOKSS. Design/methodology/approach Data were collected, through a questionnaire, from knowledge workers in the education and the health sectors. Findings This study found that the human factors (related to knowledge workers and their peers) have significant direct impact on intention to share knowledge through IOKSS. Other factors, such as IOKSS system, organization and sector factors showed indirect impacts on knowledge workers’ intention to share knowledge through IOKSS. Such investigation can be very valuable for developing countries as technological innovations such as IOKSS can be crucial for training and building human resources, and national knowledge management. Originality/value Little is empirically known about the enablers of sharing knowledge in systems that connect organizations in horizontal linkage in a specific sector or industry. The study also adds value to under investigated region.
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13

Mahyarni, Mahyarni, M. S. Idrus, Fatchur Rohman, and Noermijati Noermijati. "KNOWLEDGE FACTORS OF KNOWLEDGE-SHARING INTENTION AND BEHAVIOR." Asia Pacific Management and Business Application 1, no. 2 (December 30, 2012): 103–15. http://dx.doi.org/10.21776/ub.apmba.2012.001.02.1.

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14

Oanţă, Radu Mihai. "Knowledge Sharing Through Platform Sharing." Scientific Bulletin 25, no. 1 (June 1, 2020): 41–49. http://dx.doi.org/10.2478/bsaft-2020-0006.

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AbstractThe article presents a few aspects of the knowledge sharing process, both through conventional means and through those provided by information and communication technology. The first part includes a brief outline regarding knowledge sharing through communities of practice, emphasizing only those that conduct their activity in the online environment, followed by a short description of sharing platforms. Another element approached is an IT app of a demonstrative model of a knowledge bank for the domain of Defense, Public Order and National Security, resulting from my doctoral research. This is accompanied by a pilot study proving the manner in which the usefulness of this bank is perceived with the help of an on-line questionnaire. The research presented is destined to raising awareness in the field of knowledge banks and has the role to formulate conclusions which are going to allow increasing the efficiency in the development of similar platforms.
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15

Van der Zaag, Pieter. "Sharing knowledge for water sharing." Irrigation and Drainage 58, S2 (March 30, 2009): S177—S187. http://dx.doi.org/10.1002/ird.494.

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16

Obrenovic, Bojan, Slobodan Obrenovic, and Akmal Hudaykulov. "The value of knowledge sharing: impact of tacit and explicit knowledge sharing on team performance of scientists." International Journal of Management Science and Business Administration 1, no. 2 (2015): 33–52. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.12.1003.

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Knowledge sharing that takes place among team members is a process of great relevance that builds ties and relationships which in turn results in positive organizational and team outcomes. However, as it is not usually formally included in the job descriptions and is not a formal part of organizations’ and team activities, it is considered to be an organization citizenship behavior. Our paper emphasizes significance of tacit and explicit knowledge sharing to team performance in the context of scientific cooperation. Positive relationship between tacit knowledge sharing and explicit knowledge sharing with team performance was found using linear regression. Furthermore, high levels of knowledge sharing and team performance were identified among scientists.
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17

Alony, Irit, Greg Whymark, and Michael Jones. "Sharing Tacit Knowledge:." Informing Science: The International Journal of an Emerging Transdiscipline 10 (2007): 041–59. http://dx.doi.org/10.28945/455.

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18

Stuart-Jones, Vicqui. "Sharing the knowledge." British Journal of Cardiac Nursing 3, no. 1 (January 2008): 5. http://dx.doi.org/10.12968/bjca.2008.3.1.27992.

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19

Griffiths, Matt. "Sharing our knowledge." Nursing Standard 31, no. 22 (January 25, 2017): 28. http://dx.doi.org/10.7748/ns.31.22.28.s25.

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20

MATSON, ERIC, PRADIP PATIATH, and TIM SHAVERS. "Stimulating Knowledge Sharing:." Organizational Dynamics 32, no. 3 (August 2003): 275–85. http://dx.doi.org/10.1016/s0090-2616(03)00030-5.

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21

Thanem, Torkild. "Knowledge Sharing Review." Management Learning 30, no. 4 (December 1999): 497–500. http://dx.doi.org/10.1177/1350507699304008.

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22

Milner, Kerry A. "Sharing Your Knowledge." Journal of Infusion Nursing 39, no. 5 (2016): 297–305. http://dx.doi.org/10.1097/nan.0000000000000188.

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23

Sergeeva, Anastasia, and Tatiana Andreeva. "Knowledge Sharing Research." Journal of Management Inquiry 25, no. 3 (December 9, 2015): 240–61. http://dx.doi.org/10.1177/1056492615618271.

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24

Cabrera, Angel, and Elizabeth F. Cabrera. "Knowledge-Sharing Dilemmas." Organization Studies 23, no. 5 (September 2002): 687–710. http://dx.doi.org/10.1177/0170840602235001.

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The exchange of information among organizational employees is a vital component of the knowledge-management process. Modem information and telecommunication technology is available to support such exchanges across time and distance barriers. However, organizations investing in this type of technology often face difficulties in encouraging their employees to use the system to share their ideas. This paper elaborates on previous research, suggesting that sharing personal insights with one's co-workers may carry a cost for some individuals which may yield, at the aggregate level, a co-operation dilemma, similar to a public-good dilemma. A review of the research on different types of public-good dilemmas provides some indications of the specific interventions that may help organizations encourage the kind of social dynamics that will increase overall knowledge sharing. These interventions can be classified into three categories: interventions aimed at restructuring the pay-offs for contributing, those that try to increase efficacy perceptions, and those that make employees' sense of group identity and personal responsibility more salient.
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25

de Vries, Reinout E., Bart van den Hooff, and Jan A. de Ridder. "Explaining Knowledge Sharing." Communication Research 33, no. 2 (April 2006): 115–35. http://dx.doi.org/10.1177/0093650205285366.

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26

Ouakouak, Mohammed Laid, and Noufou Ouedraogo. "Fostering knowledge sharing and knowledge utilization." Business Process Management Journal 25, no. 4 (July 3, 2019): 757–79. http://dx.doi.org/10.1108/bpmj-05-2017-0107.

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Purpose The purpose of this paper is to explore the influence of organizational commitment and trust on knowledge sharing and on knowledge utilization. Also, the study aims to examine the influence of knowledge sharing on knowledge utilization. Design/methodology/approach A quantitative study was conducted among 307 employees working at Canadian organizations. Findings The results reveal that both affective commitment and professional trust have positive influences on knowledge sharing and knowledge utilization, whereas personal trust and continuance commitment do not. The authors also found that business ethics moderates the relationship between knowledge sharing and knowledge utilization. Practical implications These findings extend the literature on knowledge management and demonstrate, from a practical perspective, that in order to build a knowledge-sharing culture, managers must create conditions that allow affective commitment, professional trust and business ethics to flourish. Originality/value The current study offers an initial investigation of the effects of both kinds of commitment and trust on knowledge sharing and knowledge utilization.
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27

Swart, Juani, and Nicholas Kinnie. "Sharing knowledge in knowledge-intensive firms." Human Resource Management Journal 13, no. 2 (April 2003): 60–75. http://dx.doi.org/10.1111/j.1748-8583.2003.tb00091.x.

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28

Yusoff, Mohd Zarir, Mohd Saiful Izwaan Saadon, Nurul Haqimin Salleh, Tomingan Kamaron, and Hanafi Ahmad. "Literature review on Determinants Affecting Knowledge Sharing." International Journal of Psychosocial Rehabilitation 24, no. 02 (February 12, 2020): 2418–26. http://dx.doi.org/10.37200/ijpr/v24i2/pr200539.

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29

Wening, Nur. "Perilaku Terencana Knowledge Sharing." Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen 3, no. 2 (July 21, 2016): 120–32. http://dx.doi.org/10.32477/jrm.v3i2.180.

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University is a collector of knowledge has a role in supporting the concept of knowledge based economy. This study was conducted with subjects research university lecturers in Kopertis Wilayah V Yogyakarta were 300 respondents. The purpose of the study to examine the factors that influence knowledge sharing from the perspective of the theory oh human behavior and the Theory of Planned Behavior developed a research model of knowledge sharing. Using SEM analysis tool to test the research hypothesis. The results of the study with a response rate of 67% stated that the attitude toward knowledge sharing (BH.ATI) affects yhe intention to knowledge sharing (IKS), in addition to the influence of subjective norm (SN) on the intention to knowledge sharing. The test results also suggested taht hypothesis of planned behavior control (PBC) effect on the intention to knowledge sharing (IKS) prove to be significant. The results of the influence of planeed behavior controll (PBC) to the knowledge haring behavior (KSB) is not acceptable (H4 unsupport). In this case it is possible to make a faculty experience less or does not have a positive attitude to knowledge sharing with others. It’s because there is perception that some of the behavior he will gain certain advantages. Statement of intent to knowledge sharing (IKS) affect knowledge sharing behavior (KSB) is acceptable. Keywords: knowledge sharing; lecturer; theory planned behavior (TPB); planned behavior control (PBC)
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30

Green. "Building Capacity, Sharing Knowledge." Journal of Eastern Mediterranean Archaeology & Heritage Studies 3, no. 1 (2015): 63. http://dx.doi.org/10.5325/jeasmedarcherstu.3.1.0063.

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31

Willson-St.Clair, Kimberly. "Knowledge Sharing @ Our Libraries." OLA Quarterly 10, no. 2/3 (2004): 1. http://dx.doi.org/10.7710/1093-7374.1063.

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32

Rajput, Namita, and Amogh Talan. "Knowledge Sharing Behavior Scale." Global Journal of Enterprise Information System 9, no. 2 (June 28, 2017): 127. http://dx.doi.org/10.18311/gjeis/2017/16178.

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33

Martin, Kasey, and Krista Uggerslev. "Knowledge Sharing before Retirement." Academy of Management Proceedings 2013, no. 1 (January 2013): 12986. http://dx.doi.org/10.5465/ambpp.2013.12986abstract.

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34

Denney, Dennis. "Developing Knowledge-Sharing Communities." Journal of Petroleum Technology 56, no. 11 (November 1, 2004): 72–76. http://dx.doi.org/10.2118/1104-0072-jpt.

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35

Knight, Jenny. "Sharing knowledge and information." Nursing Standard 24, no. 28 (March 17, 2010): 62–63. http://dx.doi.org/10.7748/ns.24.28.62.s51.

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36

Mars, Nicolaas. "Knowledge sharing and reuse." AI Communications 5, no. 4 (1992): 207–9. http://dx.doi.org/10.3233/aic-1992-5408.

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37

Ghosn, J., and Yoshua Bengio. "Bias learning, knowledge sharing." IEEE Transactions on Neural Networks 14, no. 4 (July 2003): 748–65. http://dx.doi.org/10.1109/tnn.2003.810608.

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38

Lee, Chu Keong, and Suliman Al-Hawamdeh. "Factors Impacting Knowledge Sharing." Journal of Information & Knowledge Management 01, no. 01 (March 2002): 49–56. http://dx.doi.org/10.1142/s0219649202000169.

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Knowledge sharing is the deliberate act in which knowledge is made reusable through its transfer from one party to another. It is considered one of the main pillars of knowledge management. For a knowledge management initiative to succeed, a knowledge-sharing culture needs to be created and nurtured within the organisation. Since knowledge is power and no one is willing to give it away freely, there is a need to create a knowledge-sharing environment which takes into account the social and economic factors that influence knowledge sharing. In this paper, we look at the existing knowledge-sharing frameworks and propose a new one that takes into consideration the social and economic issues that might affect knowledge sharing within the organisation. The framework attributes the impact to five factors: the actors participating in the knowledge-sharing activity, the knowledge being shared, the channel used, the organisation concerned and the broader environmental factors. Specific barriers for each of the five sources are suggested.
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39

Ciborra, Claudio U., and Rafael Andreu. "Sharing Knowledge across Boundaries." Journal of Information Technology 16, no. 2 (June 2001): 73–81. http://dx.doi.org/10.1080/02683960110055103.

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Practical solutions concerning the strategic use of knowledge and its management depend upon the relevant organizational context. By applying the ‘learning ladder’ model (i.e. a compact way of describing the unfolding of multiple organizational knowledge creation, transformation and transfer processes), three different contexts are explored. First, the single firm is considered and the governance of its internal knowledge processes performed according to the tenets of the resource-based view of strategy. Second, the boundaries of the single firm are crossed and the characteristics of the processes of knowledge transfer and production between allied firms are considered. Finally, emerging features of how knowledge is managed among a large number of interdependent organizations and individuals are explored with reference to the case of open source software. The latter context highlights behaviours that seem, in a sense, at odds with the traditional principles of knowledge management. This is puzzling: conventional strategic and knowledge management frameworks break down precisely when dealing with the case of highly distributed, knowledge intensive businesses.
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40

Chazin, Robert, Meredith Hanson, Carol S. Cohen, and Irina Grishayeva. "Sharing Knowledge and Skills." Journal of Teaching in Social Work 22, no. 3-4 (December 4, 2002): 89–101. http://dx.doi.org/10.1300/j067v22n03_07.

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41

Borger, Angela L. "Sharing Expertise and Knowledge." Journal of the Dermatology Nurses’ Association 8, no. 6 (2016): 359–60. http://dx.doi.org/10.1097/jdn.0000000000000272.

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42

East, Janet. "Sharing Knowledge and Experience." British Journal of Occupational Therapy 52, no. 10 (October 1989): 377. http://dx.doi.org/10.1177/030802268905201001.

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43

de Vries, Bregje, and Jules Pieters. "Knowledge sharing at conferences." Educational Research and Evaluation 13, no. 3 (June 2007): 237–47. http://dx.doi.org/10.1080/13803610701626168.

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44

Natarajan, M. "Guest Editorial: Knowledge Sharing." DESIDOC Journal of Library & Information Technology 28, no. 5 (September 1, 2008): 3–4. http://dx.doi.org/10.14429/djlit.28.5.208.

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45

Natarajan, M. "Knowledge Sharing through Intranet." DESIDOC Journal of Library & Information Technology 28, no. 5 (September 1, 2008): 5–12. http://dx.doi.org/10.14429/djlit.28.5.209.

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46

Gunderman, Richard, and Stephen Chan. "Knowledge Sharing in Radiology." Radiology 229, no. 2 (November 2003): 314–17. http://dx.doi.org/10.1148/radiol.2292030030.

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47

Jacquier‐Roux, Virginie, and Claude Paraponaris. "Diversity and knowledge sharing." VINE 42, no. 3/4 (August 10, 2012): 335–49. http://dx.doi.org/10.1108/03055721211267477.

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48

Hu, Lingyan, and Amy E. Randel. "Knowledge Sharing in Teams." Group & Organization Management 39, no. 2 (February 5, 2014): 213–43. http://dx.doi.org/10.1177/1059601114520969.

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49

Islam, Md Anwarul, Mitsuru Ikeda, and Md Maidul Islam. "Knowledge sharing behaviour influences." IFLA Journal 39, no. 3 (October 2013): 221–34. http://dx.doi.org/10.1177/0340035213497674.

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50

Caimo, Alberto, and Alessandro Lomi. "Knowledge Sharing in Organizations." Journal of Management 41, no. 2 (October 7, 2014): 665–91. http://dx.doi.org/10.1177/0149206314552192.

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